Concept Behaviour and Reality of Transformational Leadership
Introduction Leadership is a concept that has fascinated and engrossed scholars, academics, researchers and business practitioners throughout the 20th century. ... This report will endeavour to explain, analyse and critically evaluate classical leadership theory in relation to practical managerial and business scenarios. It will attempt to describe and clarify the particular strand of leadership theory referred to as transformational leadership, whilst investigating whether leadership skills can be attained through training and development initiatives. ... Most definitions state that leadership is an ability or process through which an individual influences others towards the achievement of objectives or goals within an organisational context. Smricich and Morgan (1982) state that: ‘Leadership is by nature dialectical: it is socially constructed through the interaction of both leaders and followers. ‘ Definitions aside essence of leadership has played a pivotal role in shaping mankind’s advancements, achievements and tragedies. Militarily, Politically, Socially, and within the occupational context, Leadership plays an integral and crucial role in determining operational, commercial and group efficiency and effectiveness. Though the subject of leadership has been studied in some way or form over the centuries, by individuals such as Plato, Machiavelli, it was not until the 20th century that it became a formal Module of scientific research. ... Where do the contemporary leadership theories and ideas stand when faced with the challenges of the 21st century such as technological advancements, increased competitiveness, globalisation of markets, demographic labour shifts, Global HRM, outsourcing and international business? ... ’ Joseph Rost (1991) claimed that Kotter’s terminology elevates and credits leadership and belittles management. ... Henry Mintzberg (1977) suggested that: ‘ Leadership is one dimension of a multi-faceted management role and that manager would require certain leadership qualities’. This debate will be explored further when addressing Transactional/Transformational Leadership. A Review Classical Leadership Theories: The Trait Theory The subject of leadership tends to conjure up images and stories of influential military and political leaders, in ones mind. Whether this be Genghis Khan, Alexander the Great, Gandhi, Nelson Mandela they all inspire, motivated a people at a certain time and change history through their abilities, charismatic attributes, courage, perseverance and leadership. ... Woods (1913) cited that inheritance was key to the makeup of a leader and Wiggam (1931) said that the Survival of the fittest and marriage with the right connections lead to and aristocracy of leadership. ... Bird (1940) complied a list of some 79 traits of effective leadership. In 1948 that Rolf Stogdill criticised this approach by researching and concluding that no consistent set of traits was associated with effective leadership and that the situation had as much to do with the leadership as the individual in question. Factors which have been forwarded as potential leadership traits by writers such as Stogdill (1974) Barrick and Mount (1991) and Gardener (1989) include Self confidence, Ability to influence, Conscientiousness, Extraversion, Openness to Experience, Empathy, Humility, Intelligence, Motivation, Physical Vitality and Stamina, Trust Worthiness, Decisiveness, Resolution, Assertiveness, Adaptability, Dedication, Foresight, and Integrity. ... As Stogdill (1976) commented, ‘The exclusion of Trait variables from the models of leadership was as an unacceptable as was the study of then solely without the considering of other classes of variables.’ It should be added that elements of Trait Theory are re-emerging in contemporary leadership thinking, though in a somewhat transformed state. ... Some would say the unwarranted demise of Trait Theory due to a combination of refutation, vagueness and inability of researches to identify to set a leadership traits, give rise in the late 1940s to studies on leader behaviour and the Style Approach. It focused on how leaders behaved and the effectiveness of leadership performance. ... The Research aimed to study the behaviour of leaders and to identify the type of leader behaviour that engaged subordinate performance in real work environments. The Ohio researches began by distributing questionnaires via individual in position of leadership to their employees. The structured questionnaire requested information about the frequency with which the leader exhibited certain types of behaviour. ... And the Fact that because only two factors were used and much information about leadership style in context was lost - Bass (1981). The Democratic Leadership style was studied by Likert (1961) in which he suggested a four-style system of relations within organisations that could help decipher the managerial level of democratic or autocratic inclination. ... Like the Ohio Studies the democratic style concentrates on behaviour and position, control and authority which are important elements in a leadership setting and sometimes negatively entwined with the Style Approach.